Asymmetric R&D Alliances and Coopetitive Games

In this paper we show how the study of asymmetric R&D alliances, that are those between young and small firms and large and MNEs firms for knowledge exploration and/or exploitation, requires the adoption of a coopetitive framework which consider both collaboration and competition. We draw upon the literature on asymmetric R&D collaboration and coopetition to propose a mathematical model for the coopetitive games which is particularly suitable for exploring asymmetric R&D alliances.Comment: arXiv admin note: substantial text overlap with arXiv:1106.354

R&D ALLIANCE PARTNER ATTRIBUTES AND INNOVATION PERFORMANCE: A FUZZY SET QUALITATIVE COMPARATIVE ANALYSIS

Because R&D alliances are important means for fostering firm innovation performance, research has investigated their key drivers. However, multiple configurations of R&D alliance drivers may lead to firm innovation performance. Drawing upon the knowledge-based view of alliances, we investigate configurations of R&D alliance factors leading to high innovation performance in allied firms by focusing on partner attributes (i.e., technological relatedness, competitive overlap, experience, relative size). Then, using a fuzzy set qualitative comparative analysis, we dissect the configurations of these factors in 27 R&D alliances formed by 54 telecom firms worldwide. We find that good R&D alliance partners are technologically related competitors with no experience in forming R&D alliances. Alternatively, competitors can achieve high innovation performance when they have experience in doing R&D alliances and are not technologically related. Drawing on these findings, we submit a set of propositions with relevant implications for the knowledge-based view of alliances and coopetition research

The bright and dark sides of CEO hubris: Assessing cultural distance in international business

This paper aims to enrich the behavioral theory of international business strategyby investigating how CEO hubris (i.e., excess pride and confidence) affects inter-national strategic choices, that is, location selection, entry timing, and modes ofentry into the target market. Specifically, we focus on the relationship betweencultural distance and international strategic choices and consider hubris as a mech-anism that influences CEOs’ decisions. Our conceptual framework recognizes thatthe performance of international strategies managed by hubristic CEOs isextremely volatile. On the one hand, we corroborate the idea that hubris has adark side that may lead to pernicious outcomes. On the other hand, we recognizea bright side of hubris related to the consideration that overconfidence may some-times be seen as a necessary CEO quality that in turn differentiates one firm fromthe others

Content Analysis and Social Network Analysis: a Two-phase Methodology in Obtaining Fundamental Concepts of Coopetition

This study introduces a two-phase methodology in obtaining fundamental concepts from literature. Content analysis performed in the first phase leads to the most frequent concepts scholars used in scrutinizing a theme. Social networkanalysis in the second phase results a network of the relationships between concepts and examines the importance of every concept in the network. To elucidate the advantage of the methodology, the study applies the methodology onCoopetition – to cooperate and compete simultaneously – literature. Ten most frequent concepts occur in the coopetition literature are: Competition, Cooperation, Coopetition, Knowledge, Market, Network, Relationships, Resources, Strategy and Value. Under the social network analysis terms, the importance of every concept in the network is denoted in degree, closeness and betweenness centrality measures. Ranging from the most important concepts to the least are Relationships, Strategy, Resources, Competition, Cooperation, Coopetition, Market, Network, Value and Knowledge.Keywords: content analysis, social network analysis, coopetitio

The competitive productivity (CP) of tourism destinations: an integrative conceptual framework and a reflection on big data and analytics

Purpose The purpose of this study is twofold. First, this study elaborates an integrative conceptual framework of tourism destination competitive productivity (TDCP) by blending established destination competitiveness frameworks, the competitive productivity (CP) framework and studies pertaining to big data and big data analytics (BDA) within destination management information systems and smart tourism destinations. Second, this study examines the drivers of TDCP in the context of the ongoing 4th industrial revolution by conceptualizing the destination business intelligence unit (DBIU) as a platform able to create sustained destination business intelligence under the guise of BDA, useful to support destination managers to achieve the tourism destination’s economic objectives. Design/methodology/approach In this work, the authors leverage both extant literature (under the guise of research on CP, tourism destination competitiveness [TDC] and destination management information systems) and empirical work (in the form of interviews and field work involving destination managers and chief executive officers of destination management organizations and convention bureaus, as well as secondary data) to elaborate, develop and present an integrative conceptual framework of TDCP. Findings The integrative conceptual framework of TDCP elaborated has been found helpful by a number of destination managers trying to understand how to effectively and efficiently manage and market a tourism destination in today’s fast-paced, digital and hypercompetitive environment. While DBIUs are at different stages of implementation, often as part of broader smart destination initiatives, it appears that they are increasingly fulfilling the purpose of creating sustained destination business intelligence by means of BDA to help tourism destinations achieve their economic goals. Research limitations/implications This work bears several practical implications for tourism policymakers, destination managers and marketers, technology developers, as well as tourism and hospitality firms and practitioners. Tourism policymakers could embed TDCP into tourism and economic policies, and destination managers and marketers might build and make use of platforms such as the proposed DBIU. Technology developers need to understand that designing destination management information systems in general and more specifically DBIUs requires an in-depth analysis of the stakeholders that are going to contribute, share, control and use BDA. Originality/value To the best of the authors’ knowledge, this study constitutes the first attempt to integrate the CP, TDC and destination management information systems research streams to elaborate an integrative conceptual framework of TDCP. Second, the authors contribute to the Industry 4.0 research stream by examining the drivers of tourism destination CP in the context of the ongoing 4th industrial revolution. Third, the authors contribute to the destination management information systems research stream by introducing and conceptualizing the DBIU and the related sustained destination business intelligence

CONTENT ANALYSIS AND SOCIAL NETWORK ANALYSIS: A TWO-PHASE METHODOLOGY IN OBTAINING FUNDAMENTAL CONCEPTS OF COOPETITION

This study introduces a two-phase methodology in obtaining fundamental conceptsfrom literature. Content analysis performed in the first phase leads to the mostfrequent concepts scholars used in scrutinizing a theme. Social network analysis in thesecond phase results a network of the relationships between concepts and examinesthe importance of every concept in the network. To elucidate the advantage of themethodology, the study applies the methodology on Coopetition – to cooperate andcompete simultaneously – literature. Ten most frequent concepts occur in thecoopetition literature are: Competition, Cooperation, Coopetition, Knowledge,Market, Network, Relationships, Resources, Strategy and Value. Under the socialnetwork analysis terms, the importance of every concept in the network is denoted indegree, closeness and betweenness centrality measures. Ranging from the mostimportant concepts to the least are Relationships, Strategy, Resources, Competition,Cooperation, Coopetition, Market, Network, Value and Knowledg

Notulae to the Italian flora of algae, bryophytes, fungi and lichens: 12

In this contribution, new data concerning bryophytes, fungi and lichens of the Italian flora are presented. It includes new records, confirmations or exclusions for the bryophyte genera Acaulon, Campylopus, Entosthodon, Homomallium, Pseudohygrohypnum, and Thuidium, the fungal genera Entoloma, Cortinarius, Mycenella, Oxyporus, and Psathyrella and the lichen genera Anaptychia, Athallia, Baeomyces, Bagliettoa, Calicium, Nephroma, Pectenia, Phaeophyscia, Polyblastia, Protoparmeliopsis, Pyrenula, Ramalina, and Sanguineodiscus

Notulae to the Italian flora of algae, bryophytes, fungi and lichens: 11

In this contribution, new data concerning bryophytes, fungi, and lichens of the Italian flora are presented. It includes new records and confirmations for the bryophyte genera Aneura, Aulacomnium, Dumortiera, Fossombronia, Hennediella, Hygrohypnella, Pohlia, Porella, Riccardia, Tortella, and Tortula, the fungal genera Cortinarius, Mycena, Naucoria, Trichoglossum, and Tubaria and the lichen genera Agonimia, Blastenia, Chaenotheca, Cladonia, Endocarpon, Gyalecta, Lecanographa, Parmeliella, Porpidia, Stenhammarella, and Thelidium